Synthesizing Enterprise Data Through Digital Dashboards to Strategically Align Performance : Why Do Operational Managers Use Dashboards?

Based on a cross-sectional field study, Reinking et al. (2020) propose a complex theoretical model for understanding the characteristics of dashboards that promote use and lead to individual and organizational performance gains. This study tests the theoretical model using survey data collected from 323 middle and upper level managers with experience using corporate dashboards. The data were analyzed using components based structural equation modeling, and the results provide strong support for the external validity of the Reinking et al. (2020) theoretical model. The results show that two primary constructs, strategy alignment and interactive management control, are important factors impacting the extent of dashboard use, perceived managerial performance, and perceived organizational performance. Prior research has expressed concerns over the tendency of managers to lose sight of strategic objectives (i.e., strategy surrogation) and focus solely on performance measures. However, our results indicate that operational managers perceive that dashboards focused on specifically tailored KPIs lead to both improved managerial and organizational performance. This study contributes to management control and strategy research in two important ways. While prior research has examined strategy in the executive level context through evaluations, changes, or initiative implementations, this study investigates strategy alignment at the operational levels of the organization. Second, the results suggest that intentional strategy surrogation may have beneficial effects at the lower operational levels in an organization